Critically evaluate and revise the strategy Borough of Scarboroughs lesuire strategy. UK

You are required to submit a report (2500 words) that provides a critical assessment of the chosen strategy utilising the outcomes of the analyses conducted for the purpose of this assignment and theoretical evidence. The report should also suggest realistic revisions to the chosen strategy that emerge logically from the preceding analysis.

1. INTRODUCTION: (VERY BRIEFE)1 including context, aims and objectives ONLY, WHY IM REVISING THE STRATEGY CHOSEN.

2. FINDINGS ALONG WITH DISCUSSION: 2500 WORDS ON THIS SECTION ONLY
Findings WITH Discussion (2500)


1. Conduct relevant external strategic analyses that will enable you to critically evaluate the strategic approaches adopted by the selected organisation or destination

Components of external analysis :

 PEST analysis

A structured method of identifying key forces in the organisation s business environment (at any level), reducing business uncertainty.
” Political
 The current and potential influences from political pressures.
” Economic
 The local, national and world economy impact.
” Social
 The ways in which changes in society affect the organisation.
” Technological
” The effect of new and emerging technology.
 Industry analysis

 Competitor analysis

Strategic Groups
> Comprise companies that are direct competitors in terms of products and customer profiles
> Example: Strategic groups in the airline industry

Attributes used to identify strategic groups
> size of the company > assets and skills > scope of the operation > breadth of the product range > choice of distribution channels > relative product quality > brand image Drummond and Ensor, 2001:28

 Stakeholder analysis


” An assessment of how much expectations of various stakeholders matter to the business
” The technique: Stakeholder mapping
 How interested each stakeholder group is in influencing the organisation
 Whether each group has the means, or the power, to do so


Examples of possible stakeholder expectations:


” Employees
” Shareholders
” Customers
” Suppliers
” Lenders
” Governments

 Market analysis:

” Trends
 market growth
 actual and potential
” market size
” market share
” brand share
” Customers
 consumer behaviour
 organisational buying behaviour
 customer segment sizes
” Distribution channels
” Effectiveness of sales and promotion
” Tourist Area Life Cycle see Handouts Figure 4



2. Conduct relevant internal strategic analyses that will enable you to critically evaluate the strategic approaches adopted by the selected organisation or destination. Describe where the organisation is now. Identify key success factors, Specify limitations of your strategic analysis

Components of internal analysis:

 Internal Audit:

 Organisational Assets Audit

Financial Assets, Legally Enforceable Assets, Physical Assets, People Assets, Operational Assets, Systems, Marketing Assets


 Organisational Capabilities Audit, FOR EXAMPLE

management capabilities
marketing capabilities
innovation capabilities
production capabilities


” internal Marketing Audit: FOR EXAMPLE,

Marketing Strategy Audit
Marketing Structures Audit
Marketing Systems Audit
Productivity Audit
Marketing Functions Audit


” Innovation Audit: FOR EXAMPLE,

Organisational climate with regard to innovation:

Factors supporting innovation, teamwork, resources, challenge, freedom, managerial support, recognition, unity and co-operation, factors constraining innovation, insufficient time, status quo, political problems, evaluation pressure

Hard measures of the organisation s current performance in innovation:

” rate of new product development in the last three years
” customer satisfaction ratings
” staff turnover

1) innovation/value portfolio analysis:


2) The organisation s current policies and practices to support innovation

3) The balance of the cognitive styles of the senior management team

4) Product analysis: Core, Augmented, Product Life Cycle

5) Destination Audit : FOR EXAMPLE

Core resources and attractors
Qualifying and amplifying determinants
Supporting factors and resources
Destination policy planning and development
Destination Management

6) SWOT analysis

3. The role of the strategic analyses: Strategic analysis facilitates an identification of key success factors that will underpin the choice of the future direction of the organisation

So, what are the benefits of conducting strategic analyses????.

4. Critically evaluate the organisation s strategic choices (mission and objectives), linking your discussion to the outcomes of your strategic analyses and strategic management theory


5. Suggest revisions to the mission/objectives or, if this is the case, or explain why no revisions are needed.


6. finally, consider the key aspects of strategy implementation and monitoring. Four levels of strategy implementation will be considered: actions, programmes, systems and policies. Principles of effective implementation will also be considered. Important aspects of the monitoring process and change management will also be discussed.

no need for introduction and conclusion. just focus on findings and discussoin please.

this is a brief document of The Borough of Scarborough leisure strategy

Vision & Aims:

Provide quality and accessible leisure opportunities for residents and visitors to lead and active healthy lifestyle within the Borough

Aims:

In providing the strategy the following key strategic aims have emerged:

” Increase participation: Involving more people in leisure, especially target groups like young people, in enjoying and benefiting from participation
A major challenge exists in achieving the Governments Game Plan of 70% of the population participating in exercises each week.

” Improve quality: by providing the strategic direction for the development of facilities and enabling partners to realise their plans, opportunities for the wider community of access to better quality facilities can be achieved.
” Improve access: to achieve the strategy Leisure must remove barriers to participation whether environmental, economic, transports, etc. maximise opportunity for everyone and ensure residents and visitors are a ware of the opportunities available.
” Improve the skills and capacity of the voluntary sector: volunteers provide the backbone for the leisure provision in the Borough Coaches, administrators, managers and officials. Due to the competing demand of people s time many organisations have difficulties in attracting volunteers. Support is needed to ensure adequate numbers of suitable skilled volunteers are available to achieve the potential of the voluntary sector.


Priorities for action:

” Increase participation:


- Increase participation especially among young people and those living in PACT and rural areas.
- Create creator awareness of benefits of a healthy lifestyle
- Increase awareness of the opportunities available to participate in leisure activities
- Provide opportunities for the most vulnerable and disaffected to enhance community safety.
” Improve quality:

- Raise current provisions to modern standards.
- Satisfy the facility needs of the community by filling gaps in current provisions
- Provide advice of securing external funding.

” Improve access:

- Focus on the needs of kids and young people.
- Concentrate on reducing barriers to participation, geographical isolation, develop products to meet lifestyle constraints
- Develop the potential of Borough s environmental assets.
- Improve awareness among visitors and residents of a available leisure opportunities.

” Improve the skills and capacity of voluntary sector.

- Raise awareness of the development of opportunities for the volunt